Republic of the Philippines

Department of Education
EASTERN VISAYAS STATE UNIVERSITY
GRADUATE SCHOOL
Tacloban City

Subject: EPM 605 ADVANCE EDUCATIONAL PLANNING IN THE PHILIPPINE

SETTING
Professor: DENNIS C. DE PAZ Ph.D.
Prepared by: GERMIL LORETO- MESIA
Project: CASE ANALYSIS NO. 5: Leadership Roles of Filipino Middle-Managers

CASE:
This is a personal case analysis being in a middle-management working environment.
This focuses on examining the leadership roles of Filipino middle-managers such as me,
in organizations like SPSPS where I work. People like me play a crucial role in bridging
the gap between senior leadership and frontline employees. Our responsibilities include
implementing strategic initiatives, coordinate with teams, and ensuring the success of
each executed organizational goals. This analysis aims to highlight the challenges and
strengths I encounter as a Filipino middle-manager in an academic institution.
KEY CHALLENGES:
1. CULTURAL CONTEXT: Philippines has a diversified culture across region.
Filipino middle-managers manage within a cultural context that emphasizes
hierarchy and respect for authority in an organization. Sometimes, this context may
hinder their ability to take initiative or challenge the decisions made by the senior
managers because of hierarchical considerations. In a meeting with the upper
management, sometimes, the middle managers will just have to agree what
transpired when the upper management proposes a policy, with very little or
without questions. This prevents misunderstanding and thus shortens the meeting.
But with doubts on the effectiveness of the policy proposed since nobody questions
it. Balancing of respect for authority with assertiveness is sensitive thus it becomes
a challenge to middle managers.

The cultural environment of an organization is the economic,

social, and political context established by the larger culture in
which the organization resides. All three of these facets of
culture are important to an organization's shape and
functioning.
https://pmhut.com/the-cultural-context-of-organizations
2. LIMITED DECISION-MAKING:
Middle managers in a private organization like me have limited decision-making
authority. The tasks given to us are basically coming from the senior leaders
without having the autonomy to adapt or modify strategies based on the knowledge
and skills we possess. In many cases, this can create a perception that middle
managers are powerless and are prevented the ability to lead effectively.

Middle managers create tactical plans, which have more detail

than strategic plans. The tactics often are geared toward some
function or department such as production, where a possible
objective could involve some measurable efficiency or quality
improvement.
https://smallbusiness.chron.com/levels-management-
decision-making-
58222.html#:~:text=Middle%20managers%20create%20tacti
cal%20plans,measurable%20efficiency%20or%20quality%20
improvement.

3. COMMUNICATION AND LANGUAGE:

Less talk, less mistake, as what the common adage says, however, it is not
possible in an organization where Filipino middle managers are concerned.
Effective communication is essential for leadership success, however, language
barriers and varying proficiency levels in English as the corporate language in the
Philippines, can pose challenge to Filipino middle-managers. Because of
misinterpretation, sometimes it also affects the effectivity of the team work.

Middle managers facilitate the easy flow of information

between different levels of the organization. Interpersonal
skills: Because their job requires them to work with people at
all levels of the organization, middle managers offer invaluable
interpersonal skills.

https://www.phoenix.edu/blog/the-evolving-role-of-middle-
managers.html#:~:text=Communication%3A%20Middle%20
managers%20facilitate%20the,managers%20offer%20invalu
able%20interpersonal%20skills.

4. TALENT/SKILL DEVELOPMENT:
It is also the task of the middle-manager in developing their subordinates’ skills. in
my case, I send the teachers to attend professional development seminars and
trainings while balancing their personal and professional life. Due to limited
resources, I can only recommend but they must undergo the process of applying
for a budget to a particular professional development activity. In many instances,
some are not granted due to limited financial resources.
 A middle manager, as previously noted, needs to be able to
handle a wide range of different responsibilities, so their
competencies must be developed. Leading change,
identifying, and managing resistance and ensuring that
deadlines are met are just some of the tasks that middle
managers will have to take on.

https://www.skillsyouneed.com/rhubarb/developing-middle-
managers.html#:~:text=A%20middle%20manager%2C%20a
s%20previously,will%20have%20to%20take%20on.

KEY STRENGHTS:

1.RELATIONSHIP BUILDING:
In a private organization where there is a smaller group of employees, as a middle
manager, it’s easier for me to build relationships within my department, this includes not
only the teaching force, but as well as the admin staff under my unit. I believe this will
develop good camaraderie for all of us.

Relationship-building skills are a combination of soft skills that

a person applies to connect with others and form positive
relationships. In the workplace, relationship-building skills are
essential for getting along with coworkers, contributing to a
team and building an understanding between yourself and
others.
https://www.indeed.com/career-advice/career-development/relationship-
buildingskills#:~:text=Relationship%2Dbuilding%20skills%20are%20a,und
erstanding%20between%20yourself%20and%20others.

2. ADAPTABILITY:
As a middle manager in a Philippine working environment, it is necessary to have the
ability to be adaptable to all areas in the organization. It allows us to navigate changing
circumstances an adapt strategies to accommodate the needs of the team or unit. It
enables every middle manager to respond to challenges and find innovative solutions.

Adaptability is a requirement. Because change is constant and

inevitable, leaders must be flexible to succeed. Our research
confirms this imperative to adapt. Adaptability is about having
ready access to a range of behaviors that enable leaders to shift
and experiment as things change.
https://www.ccl.org/articles/leading-effectively-
articles/adaptability-1-idea-3-facts-
5tips/#:~:text=Adaptability%20is%20a%20requirement.,and%2
0experiment%20as%20things%20change.
 .
3. EMOTIONAL INTELLIGENCE:

Filipino culture places an important role on emotional intelligence among Filipino

managers. A middle manager must be emotionally stable and equipped with the SEL OR
SOCIAL-EMOTIONAL LEARNING skills to be able to lead the unit in an organization. He
or she should demonstrate empathy, active listening, and understanding towards the
team members, must foster a positive work environment and boosts employee morale.

By showing empathy and understanding, middle managers can

build trust and rapport with their employees, fostering a positive
work environment and improving overall performance. Having
a middle manager coach can substantially benefit all of the
above.
https://www.zellalife.com/blog/the-secret-weapon-to-your-
organization-s-growth-and-success-a-middle-
manager/#:~:text=Emotional%20intelligence&text=By%20sho
wing%20empathy%20and%20understanding,benefit%20all%2
0of%20the%20

4.RESILIENCE:
Filipino managers and workers alike are known for their resiliency when it comes to work.
In fact, most foreign companies who hires a Filipino would attest to the claim. They are
also known to have the ability to persevere through several challenging situations. I find
this relatable because in the 25 years in the academe and half of it was my middle-
management responsibility, I remain steadfast and tried to motivate my team, even in the
face of adversity. I believe, this contributes to maintaining productivity and a sense of
direction of my team.

A resilience manager has the ability to maximize the use of

resources provided to them. They understand that resources are
limited and valuable during times of crisis, which is why they
create measures to ensure that they can manage those
resources and use them to support the business goals.
https://continuity2.com/blog/resilience-
manager#:~:text=Resourceful,to%20support%20the%20busine
ss%20goals.

RECOMMENDATIONS:

The following recommendations may be applied to middle manager like me, in an

academic organization:

1.EMPOWERMENT AND AUTONOMY- the upper management should allow, to some

extent, the middle managers to decide to be able to empower them, and autonomy
 to adapt strategies for the betterment of the organization. This will enhance the
leadership skills and the innovativeness of the middle manager.
2. TRAINING AND DEVELOPMENT are necessary for upskilling the middle manager.
This program must focus on leadership skills, effective communication, and
strategic mindset to be able to unlock their full potential useful to the organization.
3. MENTORSHIP AND COACHING can support the growth and development of
Filipino managers. The upper management should provide mentoring and
coaching so that guidance will always be at hand. This support system will help
the middle managers navigate the complexity of leadership.
4. RECOGNIZE AND CELEBRATE ACHIEVEMENTS are important tools to middle
managers as a motivating factor in pushing to work more in an organization. If
middle managers are motivated, they can influence the people under them to strive
for excellence as well.